Modern business leaders often believe that there are two basic requirements for growth i.e., profitable customers and happy customers. Everyone knows how to measure profits, but measurement of customer happiness is very vague in the statistics of customer satisfaction. Conventional customer satisfaction measures are less reliable as there is little connection between satisfaction rate and the company's growth. Customer retention is thought of as the key for ensuring success in a market filled with cut-throat competition. It is claimed by Reichheld and Sasser (1990)1 that a 5% improvement in customer retention can cause an increase in profitability between 25% and 85% (in terms of net present value) depending upon the industry. Same time, two conditions must be satisfied before customer makes a personal referral. They must believe that the company is offering and delivering superior value in terms of price, quality, features, functionality, ease of use and other practical factors and they also believe that the company knows and understands them, values them, listens to them and shares their ideology.
Whenever
a customer feels misled, mistreated, ignored or coerced,
then profits earned from that customer are bad. Bad
profits come from unfair or misleading pricing. Bad
profits arise when companies make money by delivering
miserable experiences to their customers. It is all
about extracting value from customers, not creating
and delivering value to the customers. When companies
push undervalued and overpriced products and services
to the customers, it generates bad profits. The cost
of bad profits extends beyond a company's boundary.
Sooner or later, customers who feel frustrated and
disappointed get attracted by the competitors offering
similar products and services. |